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So you got an approved budget, your manager has freed some of your time to run the mobile remote support initiative and the procurement department is happy to play its role and slash down the solution cost for you when required. The future sure looks bright. Well, is it?

 

• Do your managers see mobile remote support as a nice-to-have solution or a must-have solution?

• What will happen when the pilot does not introduce decisive results?

• After a full deployment, how would your management reacts over poor support metrics?

• What would they be willing to do? What they will actually do?

 

If you do not know the answers to these questions, you are about to face serious challenges.

 

Managers act by clear quantitative figures. But the scientific managerial methods do not always hold for this type of solution. Mobile remote support deployment will likely not produce clear cut results at the beginning. This will happen due to many reasons like system adjustments, sessions dynamics, agents’ knowledge and confidence – to name a few.

 

Mobile remote support is a great solution. However, it should be understood, deployed and perceived by the following:

 

1. It is about the customer experience as it is about improving support metrics.

2. It takes time to improve quantitative KPIs.

3. It should be deployed as part of a multi-channel support strategy - not as a stand-alone solution.

 

As the champion of this project, you must direct your managers’ state-of-mind toward awareness of these considerations.

 

It will require patience, professionalism and above all – commitment. If your managers will be committed to the solution – it will succeed.

 

In life, commitment is about two things: time and money.

 

If your managers are willing to put one of them, you are on the right course. If your managers have put money into it, they will turn it into a success. However, if your managers tend to pay on a success basis only, it means that they do not have much faith in the solution. You will require their time to truly make it happen. Their involvement and demands will eventually drive success. It is your obligation to make them be aware of it and impact the organization. Make sure that you are both aligned re expectations. If you both build it, the results will come.

By Noam Potter